Webinar: Top 5 Characteristics of Transformative Leaders

Join us as we explore the key characteristics of Transformative Leaders and the necessary mindset and behaviors that are critical to their success. We’ll explore the powerful Servant Leadership model and what makes it extraordinarily effective. The participants will walk away, having identified specific aspects of their current culture they want to transform. Our participants will also be armed with new practical approaches and the mindset to lead that transformation.

Reasons to attend the webinar

Examine the unique role and responsibilities of leaders in transforming the culture and results of an organization.

Demonstrate the power of Servant Leadership - Putting people first and expecting them to be extraordinary.

Introduce practical leadership approaches that compel and empower the participants to move their organization beyond the constraints of the past and go to the next level of performance.

Speakers:

TalentStream

Scott Luton, Managing Partner

Scott Luton has almost 15 years of general management and business development experience. He has held a variety of leadership positions, mainly in manufacturing.

The Ghannad Group

Amir Ghannad, Founder

Amir Ghannad is a leadership & culture transformation coach and the founder of The Ghannad Group. Amir has 31 years of leadership experience in the US, Asia, and Europe with leading companies, such as Procter and Gamble, Sunny Delight Beverages, and Campbell Soup. Amir’s first book, The Transformative Leader, available at www.amirghannad.com and on Amazon, has been shipped to over 15 countries since it was published in October 2015. Amir holds B.S. and M.S. degrees in Mechanical Engineering from the Georgia Institute of Technology and an MBA from Wilmington University. He and his wife of 35 years, Connie, live in Atlanta, Georgia.

The digital transformation of a procurement department is an opportunity to use technology as a means to reimagine the organization’s entire scope of operations and how it performs. Unlike the process automation initiatives that preceded it, a digital transformation does not view technology as

The digital transformation of a procurement department is an opportunity to use technology as a means to reimagine the organization’s entire scope of operations and how it performs. Unlike the process automation initiatives that preceded it, a digital transformation does not view technology as

The digital transformation of a procurement department is an opportunity to use technology as a means to reimagine the organization’s entire scope of operations and how it performs. Unlike the process automation initiatives that preceded it, a digital transformation does not view technology as

The digital transformation of a procurement department is an opportunity to use technology as a means to reimagine the organization’s entire scope of operations and how it performs. Unlike the process automation initiatives that preceded it, a digital transformation does not view technology as

The digital transformation of a procurement department is an opportunity to use technology as a means to reimagine the organization’s entire scope of operations and how it performs. Unlike the process automation initiatives that preceded it, a digital transformation does not view technology as

The digital transformation of a procurement department is an opportunity to use technology as a means to reimagine the organization’s entire scope of operations and how it performs. Unlike the process automation initiatives that preceded it, a digital transformation does not view technology as

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